Amazon has amazing access to understanding customers through quantitative data. Eventually, all goals are tracked every week, so you have a constant review on the progress. Of course, return on investment is one of the most important elements. They are all calculated based on the potential impact of product improvements and new features. The business areas feed into leadership goals and, depending on the department/team structures, almost all individuals should have personal goals. The company has a vision and strategy, and those are turned into leadership level goals (Jeff level □). Two questions, you can pick one that resonates more: – How do you outline the annual or quarterly team goals/OKRs that are tied to the company goals? – How do you determine the product goals that you believe have the strongest impact to business KPIs? □ However, information sharing is always constant.Īny advice on how to prepare for Amazon Product Manager or TPM roles?įocus on the STAR technique identify great examples, quantify the results and study them well. My stakeholders are from China to the US hence stand-ups are not always possible as you can imagine. We do have many team meetings, not only face to face but also online or over the phone. As a Product Manager, do you have daily meetings with the whole team? That’s depending on a product’s core requirement. Does Amazon have both tech and non-tech Product Manager roles?Īmazon has both technical and non-technical PM roles. I think internal vs external is all about the resourcing I worked in both way and neither is better than the other. This also highlights carefully taken steps in ideation. I believe that in Amazon, UX research (or user research) is super crucial and you cannot do anything without quantifying your hypothesis. Would you mind shedding some light on whether you think Amazon Product Managers, and in general, conduct the proper quantity and quality of UX Research? Also, what are your thoughts on relying on internal resources to do the research versus neutral outside perspectives like consultants? Eventually, you should be able to capture the market needs, convince relevant decision-makers, and convert them to development requests. You may need to improve the understanding of the customer and business needs as well as stakeholder management. I’m an Application Dev Manager and was wondering which top themes/skills/areas should one focus on highlighting in their resume while trying to target a Product Manager or Technical Product Manager role at Amazon?īeing a dev manager, you may already have the competitive advantage in some areas. Amazon’s hiring system particularly focuses on its principles and candidates are asked to share their experiences around those principles. PMT here.Amazon Product Manager What does Amazon look for in a Product Manager? How can I best highlight my skills to get noticed?Īmazon looks for people who can drive products from ideation all the way to the delivery, strong analytical understanding, and huge stakeholder management. PMTs and TPMs are the highest paid and generally most respected, but also have higher expectations and may not move up as quickly. More entry roles are around and expectations are lower. At Amazon, program is not at all like a higher level product manager, more like a rollout and operations manager in my experience. This is often the more tactical, boring work like making sure people are using products correctly, going on wild goose chase deep dives, writing docs nobody will look at after the first review. Some do a bit of technical work, but rarely. Program managers tend to not work with engineering much at all, like making operational SOPs or planning rollouts. They work directly with the engineering teams like PMTs, and there’s often some overlap. Maybe the highest stress, since they are accountable if the engineering roadmap falls behind for their team or another. TPMs work on the roadmap, dependencies, and making sure we deliver on time. Product is kind of the CEO of the thing being built, and generally greets high credit and blame. work closely with engineers, contribute to system design). PMTs do the same, but for more-technical products (i.e. Product managers determine what business problems need to be solved, how to measure success.
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